The role of organizational culture in knowledge sharing and transfer in Pakistani banks: A qualitative study

Memon, Salman Bashir; Qureshi, Jawaid Ahmed; Jokhio, Imdad Ali

doi:10.1002/joe.21997

Cited by 35 publications

(34 citation statements)

References 33 publications

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“…For their part, Brown and Frame [62] identified collaboration as the mechanism through which organizational culture facilitates knowledge sharing. In the same direction, Memon et al [63] reported a relationship between an organizational culture that encourages its workers and the sharing of tacit knowledge. Jarrah et al [64] supported the hypothesis that knowledge sharing mediates the relationship between a culture based on obedience and organizational performance.…”

Section: Knowledge Sharing and Culturementioning

confidence: 96%

Cultural Values and Knowledge Sharing in the Context of Sustainable Organizations

Castañeda

Ramírez

2021

Sustainability

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The current research studied the relationship between cultural values and tacit and explicit knowledge sharing behavior in the context of sustainable organizations. The sample consisted of 751 workers from Colombian organizations. It was found that sharing explicit and tacit knowledge correlated with the cultural dimensions of uncertainty avoidance, individualism–collectivism, and paternalism. On the other side, sharing tacit and explicit knowledge did not correlate with the cultural dimensions of power distance and masculinity–femininity. For organizational managers interested in knowledge sharing, a lesson is to facilitate environments of low uncertainty, care about the needs of workers, and have high collective values such as respect and interest in what others do. These values are essential for the promotion of knowledge sharing, which in turn contributes to sustainable organizations. From the theoretical point of view, the study opens a new line of research that integrates cultural studies and knowledge management to investigate the differential impact of cultural values on tacit and explicit knowledge sharing in organizational contexts.

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Section: Knowledge Sharing and Culturementioning

confidence: 96%

Cultural Values and Knowledge Sharing in the Context of Sustainable Organizations

Castañeda

Ramírez

2021

Sustainability

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“…Rahman, Hussain and Haque (2011) collected evidence from the thriving textile sector in Bangladesh about the hazardous effects of organizational politics, lobbying and group interests that superseded the organizational interests with objectives, which not only endangered employees' performance but proved detrimental to organizational long-haul sustainable competitiveness. Memon, Qureshi, and Jokhio (2020) investigated organizational culture in nexus with knowledge management and emphasized on the role of knowledge preserving, sharing, and transfer for the success and sustainable development of organizations. Rao (2016) emphasized on the role of culture in the context of success of family businesses.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Memon et al. (2020) investigated organizational culture in nexus with knowledge management and emphasize the role of knowledge in preserving, sharing, and transferring in the success and sustainable development of organizations. Rao (2016) emphasizes on the role of culture in the context of success of family businesses.…”

Section: Literature Reviewmentioning

confidence: 99%

Leadership mindset and the fall of once giant family‐run textile exporting businesses

2021

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Pakistan's textile sector has played an utmost salient role for thriving country's economy and has attracted greater investments by local and foreign investors. The purpose of this paper is to ascertain three once giant textile exporters, run by family-owned companies, which were chosen by global brands for outsourcing, but then they became extinct. Based on a qualitative inquiry, and departing from phenomenology and grounded theory, it uses the result of nine interviews to former companies' leaders, applying a multiplecase designed method in the context of family business governance to ascertain the role and importance of leadership and strategy issues for their decline. The front burner issues included leader or 'Seth's' (the indigenous term for owners of big businesses in South Asia, particularly India, Pakistan, and Bangladesh) management styles and policies (with dearth of professional and operational hierarchy, the hiring of 'Yes Men' and 'Yes Boss' type executives), firm's culture and politics, human resource policies (i.e. working environment and employees' motivation), management of financial portfolios, and other operational strategies like technology, operations and marketing, which eventually led to disastrous failures to filing bankruptcies by these three firms.

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“…That leads the discussion towards the role played by universities in the creation of entrepreneurs and entrepreneurship as a whole as the current age entrepreneurs are more in number having university education than non-university educators quite different from the past entrepreneurship trend (Altantsetseg, Chen, & Chang, 2017;Ferreira & Trusko, 2018). Hence, the formal role of universities as to provide fundamental knowledge, create the knowledge, disseminate the knowledge has been added by the commercialization of the knowledge as well (Memon, Qureshi, & Jokhio, 2020). Thus, the universities today have become the entrepreneurial commercial base or entrepreneurial universities as suggested by the triple-helix model that it is quite important that, universities, government and industry work together in the knowledge-economy in order to achieve the greatest good of all (Cvijić, Tatarski, Katić, Vekić, & Borocki, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Factors Influencing Individualistic Entrepreneurial Orientation

Kumar¹,

Memon²,

̧S³

2020

Int. j. bus. adm. stud

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The study is conducted empirically to explore the phenomenon of Individualistic Entrepreneurial Orientation (IEO) in terms of market opportunities, social capital and personal attributes. The study was guided by Miller (1983), Lumpkin and Dess (1996), Granovetter (1985) and (John, P., & Soto, 2008). The study was based on post-positivist philosophy, and it was quantitative in nature that used non-probabilistic convenience sampling. However, the collected data was analyzed through three different statistical tests, Spearman, Pearson and Regression analysis. The first two statistical tests Pearson and Spearman, were applied to the first three hypotheses and regression analysis on the last hypothesis. Hence, it was found that there is a significant relationship between market opportunities and IEO of business students in Pakistan as the p value was less than 0.05. Similarly, when the second hypothesis was tested, it was observed that there is a significant relationship between social capital and IEO of business students in Pakistan. Furthermore, when the third hypothesis was tested, it was found that there is a significant relationship between personal attributes and IEO of business students in Pakistan. Finally, when last but not least, a hypothesis was tested by applying linear regression, it resulted in a significant relationship between the cumulative impact of market opportunities, social capital, personal attributes and IEO of business students in Pakistan. Therefore, it can be concluded with some certainty that the three factors (market opportunities, social capital, personal attributes) influence the decision-making of university business' students while deciding whether to take the path of entrepreneurship. This research can draw the attention of academia and the young potential business graduates to think about entrepreneurship as an alternative to one's career choice and how different factors can contribute in one way or another to one's entrepreneurial orientation in Pakistan.

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The role of organizational culture in knowledge sharing and transfer in Pakistani banks: A qualitative study

Cited by 35 publications

References 33 publications

Cultural Values and Knowledge Sharing in the Context of Sustainable Organizations

Cultural Values and Knowledge Sharing in the Context of Sustainable Organizations

Leadership mindset and the fall of once giant family‐run textile exporting businesses

Factors Influencing Individualistic Entrepreneurial Orientation

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